Decarbonisation

of the infrastructure
sector
Sustainable Infrastructure Series - FIDIC White Paper
July 2023

With thanks to Ramboll and

Arcadis for collaborating to
author this document.

Other Global Leadership Forum

Think Tank members who have
kindly contributed to this report
include: AECOM, JP Morgan,
Mott Macdonald and WSP.
 Foreword from the FIDIC
President and CEO

FIDIC (International Federation of Consulting Engineers) celebrates its 110th anniversary in

2023 and throughout its history has become the voice of the consulting engineering industry
in a globalised world. Over the past century, there have been many challenges, but it is fair to
say climate change may be the most significant one to date.

Populations and regions across the globe continue to struggle for food, clean water and,
even survival - the very survival of the planet. Technical solutions alone are insufficient in the
broader discussions on effective governance and restricted finance.

FIDIC stakeholders have a substantial impact on the infrastructure sector globally and raising
the bar on how we work with decarbonising the infrastructure sector in all lifecycle phases of
projects can have a real impact towards staying within 1.5 degrees as targeted by the Paris
Agreement.

Consulting engineers have made a truly significant impact on society worldwide. Innovative
Anthony Barry
advances in transport, water supply, energy, buildings and critical national infrastructure have
President, FIDIC
all led to improved health and economic development and hence a much better life for all.

Meeting the climate challenge will involve the entire infrastructure sector and will be reliant on
customers, clients, companies, professions and governments all working towards the same
goal. If we stand still, we are not progressing, as the world will continue to evolve around us.

As such, the Global Leadership Forum Advisory Board agreed the scope of work, convened
a number of think tanks including this one and appointed member companies Arcadis
and Ramboll to produce this white paper, with input from FIDIC and other members of the
working group including colleagues from AECOM, JP Morgan, Mott Macdonald and WSP.

This white paper has been produced by the Global Leadership Forum Think Tank for
Sustainable Development.

The objective of this research is to promote collaboration and to collate best practice
approaches to assist the acceleration of decarbonisation in the global infrastructure sector.

This first piece of work considers best practice when applying scope 3 carbon emissions,
focusing on downstream activities in the first instance.

Dr Nelson Ogunshakin OBE To focus the scope of this white paper, the consideration of buildings is limited to those that
Chief Executive Officer, FIDIC form part of major infrastructure projects. It is envisaged that a piece of work dedicated to
commercial and public sector buildings will be produced in due course as a continuation of
the Global Leadership Forum’s activities.

As we strive to be recognised as a trusted advisor to decision makers involved in the

planning and construction of a sustainable infrastructure for future generations, FIDIC will
collaborate with other like-minded organisations to achieve this objective.

This white paper is just one element of the work that we do to bring together stakeholders to
share best practice, learning and guidance.

2
Contents

01 Key considerations associated with life

cycle stages 4

02 The opportunity for decarbonisation

in the infrastructure sector 6

2.1 Introduction..............................................................6

2.2 Responding to the climate emergency.....................6

2.3 Application of a lifecycle perspective to

infrastructure delivery...............................................9

2.4 Standards and methods supporting

infrastructure decarbonisation................................11

03 Decarbonising infrastructure 12

3.1 Managing impact throughout the lifecycle...............12

3.2 Case studies..........................................................13

3.3 Current status and challenges................................19

04 Key considerations 20

4.1 Accelerating infrastructure sector

decarbonisation.....................................................23

4.2 Visions for a decarbonised

infrastructure sector...............................................24

05 Actions to drive progress 25

06 Summary 27

07 Acknowledgments 30

3
01 Key considerations associated
with life cycle stages

Lifecycle phase Key considerations

• Challenge, identify and justify the need for new infrastructure.

• Consider the location of new infrastructure, in terms of soil conditions, surrounding

Land use and planning
structures, carbon sequestration potential (carbon sinks and storages) and land use
phase
type.

• Early-stage carbon analysis.

• Consider using or refurbishing existing structures, elements and materials.

Feasibility and finance
phase • Introduce decarbonisation as a key procurement criterion.

Design process
• Early decisions are integral to the overall design, such as its integration with other
infrastructure, construction schedule, life cycle durability, maintenance and end-of-life
options.

• Application of circular economy and lifecycle approaches (design for reuse and
deconstruction with flexible and conversive structures).

• Undertake sustainability evaluation including carbon accounting to guide the design

process.

• Use low-carbon ground improvement methods.

• Design for offsite construction (benefit of lower waste and efficient fabrication).

Carbon and resource management

• Use less materials and m2 for resource efficiency and smaller areal footprint.

Design phase • Identify opportunities and use alternative low carbon materials.

• Perform material coordination through the design process.

• Support biodiversity and seek possibilities to use nature-based solutions.

• Save and if possible, enhance carbon sinks and storages.

Reporting
• Report the important actions and data for construction, maintenance and end of life
phases.

• Report all studied low carbon solutions for further development.

• Report the used materials with material pass to ensure the reusability in preparations
and at the end of the lifespan.

• Report project outcome with quantity- and quality-based evidence.

• Recognise successful actions and areas of improvement.

4
01 Key considerations associated
with life cycle stages

Lifecycle phase Key considerations

Procurement
• Outlining criteria for how to deliver low carbon solutions in the construction phase.

• Build according to low-carbon design principles.

• Use green procurement in the procurement process.

Construction phase
Construction
• Managing and using the materials from demolition and earthworks on the current
site.

• If necessary, challenge the brief and move back to design methods for more
sustainable solutions.

• Pay attention on construction sites direct emissions, such as machinery, vehicles and
energy consumption

• Extend the lifespan of the infrastructure with predictive maintenance.

• Consider using recycled or low-carbon materials in repairs.

Operation &
maintenance phase • Use low emission vehicles and machinery in maintenance.

• Prefer repair and refurbishment over demolition.

• Expanding the lifespan of infrastructure by refitting the elements.

End of life phase
• Repurposing and recycling the elements and materials.

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02 The opportunity for decarbonisation
in the infrastructure sector

2.1 INTRODUCTION
Infrastructure projects are some of the largest, most complicated, long-lasting engineering projects, with associated
environmental impacts throughout their lifecycle. Infrastructure is a major source of greenhouse gas emissions – directly
through the construction, operation, and maintenance of assets and also indirectly through use.1 Infrastructure lifecycle
greenhouse gas (‘carbon’) emissions are largely determined by decisions made by asset owners, managers, designers,
constructors and product/material suppliers.

FIDIC members and stakeholders frequently lead and support the design, specification and maintenance of infrastructure
projects, helping to inform and make decisions which can have real influence and bearing on the decarbonisation of these
projects and ultimately across the wider society.

It is important to stress that when considering the Sustainable Development Goals (2030) and many of the net zero (2050)
targets the infrastructure that will be in place in time for these targets is being considered, conceived and designed now.
As such, it is important we share best practice and strive for low-carbon solutions as we will be locking in both embedded
and potential profiles of operational emissions for decades to come.

The paper, aimed at FIDIC stakeholders, members, infrastructure operators, clients and investors, considers the global
infrastructure sector’s role in influencing and reducing carbon emissions throughout infrastructure’s lifecycle.

This paper seeks to collate current best practice and considers the current challenges, next steps and opportunities and
uses the significant expertise and influence of the Global Leadership Forum to drive real and lasting change.

2.2 RESPONDING TO THE CLIMATE EMERGENCY

Climate change is the defining crisis of our time.2 The 2015 Paris Agreement on climate change calls for limiting global
warming to ‘well below’ two degrees Celsius and for the pursuit of efforts to limit the increase to 1.5 degrees. Failure to
slow global greenhouse gas (GHG) emissions, could result in temperatures rising to above three degrees Celsius by 2100,
causing further irreversible damage to our ecosystems.

Governments, regional authorities and major infrastructure operators are responding to climate change by committing to
reduce emissions, including commitments to net zero GHG emissions over the coming decades.

1
HM Treasury, The Infrastructure Carbon Review, November 2013. https://assets.publishing.service.gov.uk/government/uploads/
system/uploads/attachment_data/file/260710/infrastructure_carbon_review_251113.pdf
2
https://www.un.org/en/un75/climate-crisis-race-we-can-win

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02 The opportunity for decarbonisation
in the infrastructure sector

In most instances the measurement of the change in carbon emissions mentioned above is baselined against 1990
levels. Looking at country commitments to net zero, there is a positive trend with 136 countries2,with a combined
population of over five billion individuals, setting target dates. Of these, however, only 26 (approximately 19%) have
plans in place to meet these target dates.

Looking at companies, between July 2019 and June 2020, over 230 companies committed to reach net zero
emissions as part of the Business Ambition for 1.5°C campaign, an urgent call to action for companies to set
emissions reduction targets in line with a 1.5°C future.3

There are, however, multiple schemes that track companies’ commitments and so it is hard to get a definitive
number. For example, the Energy Climate Intelligence Unit4 lists 419 companies which have made net zero
commitments of which 212 (approximately 50%) have published plans to meet these targets.

Most companies are targeting a 2050 date but there is a far greater variation than the country targets which ranged
from 2030 up to 2060 as opposed to the companies which ranged from 2005 to 2075 with 52 companies having
targets prior to 2020 and so should already be operating at their net zero target.

FIDIC adopts the net zero definitions provided by IPCC: net zero emissions – net zero emissions are achieved when
anthropogenic emissions of greenhouse gases are balanced globally by anthropogenic removals over a specified
period. CO2 is the principal anthropogenic greenhouse gas (GHG) and net zero CO2 emissions are referred to as
carbon neutrality.

[Reference: https://fidic.org/sites/default/files/SOTW_Oct_2021_Net_Zero%20FINAL%20-%203.pdf p. 5]

On the following page is an outline of some key points that help to explain the evolution to current climate thinking and the
need for further action.

The concerns around climate change continue to evolve and as can be seen from the most recent activity, there has been
a further shift from the SDGs towards zet zero.

3
https://www.un.org/en/un75/climate-crisis-race-we-can-win

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02 The opportunity for decarbonisation
in the infrastructure sector

Considering the SDGs as the closest target (2030) according to the United Nations, the SDGs are the blueprint to achieve
a better and more sustainable future for all. They address the global challenges we face, including those related to poverty,
inequality, climate change, environmental degradation, peace and justice.

The 17 goals are all interconnected and to leave no one behind it is important that we achieve them all by 2030. In
September 2015, the UN General Assembly adopted the 2030 Agenda for Sustainable Development that includes 17
Sustainable Development Goals. Building on the principle of “leaving no one behind”, the new agenda emphasises a
holistic approach to achieving sustainable development for all.

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02 The opportunity for decarbonisation
in the infrastructure sector

As can be seen from the graphic below, the infrastructure sector, FIDIC and its stakeholders and core principles such as
integrity and sustainability, are distributed across all of the SDGs.

Source: United Nations, annotated by FIDIC 4

The challenge above is significant and net zero will be as, if not more, challenging which is why holistic and circular
economy thinking needs to be part of day-to-day activity today.

Currently, more than 70 countries, including China, the United States and the European Union are collectively responsible
for about 76% of global emissions and have set net zero targets.5 However, the transformation of key economic systems
is needed to achieve net zero. The circular economy is included within the scope of this paper as it has a key role to play
in providing a range of sustainability benefits, including reducing carbon emission and biodiversity loss. Net zero can be
achieved only with circular solutions and approach.

Consent to build infrastructure ‘planning permission’ frequently requires environmental screening and/or Environmental
Impact Assessment (EIA) which may include consideration of project lifecycle GHG emissions and resilience to impacts
associated with climate change.

2.3 APPLICATION OF A LIFECYCLE PERSPECTIVE TO INFRASTRUCTURE

DELIVERY
It is widely believed that at least 80% of a product or project’s environmental impact is likely to be determined at the
design stage, not just in designing and developing the physical product or service, but when identifying and understanding
problems and how to go about solving them. The original graphic below has been developed with a product in mind but
can equally be applied to infrastructure as a sector as well.

Figure 1 Illustrative influence on environmental impact during design and the cumulative impact during infrastructure
lifecycle stages (Re-emitted from original source: Mattias Lindahl, Tomohiko Sakao and Erik Sundin, Linköping
University, Sweden).
4
UN, Sustainable Development Goals, accessed 4/2/2020
5
https://www.un.org/en/climatechange/net-zero-coalition
6
BS 8001:2007, pg. 66.

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02 The opportunity for decarbonisation
in the infrastructure sector

In general, the earlier in a project the decarbonisation issue is addressed, the greater the potential emissions reduction
and positive impact that can be achieved. This is where concepts such as the circular economy, carbon reduction,
nature-based solutions and resource efficiency are very important and are increasingly being explored in a great degree of
detail by various stakeholders. For carbon accounting the standardized life cycle phases design (A1-A5), and use (B2 and
B4) are typically the most relevant in the light of embodied carbon.

Throughout the paper, we use examples to demonstrate the role of the infrastructure sector in reducing infrastructure
carbon emissions in each of the generic lifecycle stages that occur in infrastructure development process.

Figure 2. Generic lifecycle stages and typical activities in infrastructure.

10
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02 The opportunity for decarbonisation
in the infrastructure sector

2.4 Standards and methods supporting infrastructure decarbonisation

There are several international and national standards for the management of carbon in infrastructure, some of them
explicitly focus on carbon management whilst others have a broader sustainability focus. Carbon sequestration is still in
its early stage of codification and therefore not typically included in the standards. Lifecycle phases for carbon accounting
include product and construction stage (A), use stage (B), end-of-life (C) and retention of resource value (D). The following
table summarises the key standards globally and their focus.

Broad
Carbon Carbon Used
Sustainability
Management Accounting Globally
Focus
PAS 2080
l l l
(International)

Envision
l
(USA)

IS Rating
l
(Australia/New Zealand)

BREEAM Infrastructure v6
l l l
(International)

SuRe Standard
l l
(International)

CEN/TC 350
l l
standards

GHG protocol
l l l
Scope 1, 2 and 3

ISO 14001 and related

standards Environmental l l l l
management

Life cycle stages for the infrastructure assessment (source ISO 21930)

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03 Decarbonising infrastructure

3.1 MANAGING IMPACT THROUGHOUT THE LIFECYCLE

In an optimal scenario, carbon neutrality is embedded into all the lifecycle phases (A-D). The principles and all the decisions
made during the process are considered in the light of holistic sustainability aiming to reduce the negative impacts and
enhance the positive impacts. Financing is a strong driver for sustainability. As engineers, we frequently work to achieve
sustainable solutions, including financial viabilityin the long term.

The global infrastructure sector is at the forefront of measuring and reducing GHG emissions from infrastructure. The
following examples, based on Global Leadership Forum member projects have been selected to highlight the current
approaches to quantifying and reducing GHG emissions throughout the infrastructure lifecycle.

The presented case studies have been sourced through an iterative process. All Global Leadership Forum member
companies were invited to share current experiences and best practices, with a focus on impact, process and challenges.
The selected case studies present best practices from all project lifecycle phases. Through the received best practices it
is evident that design phase solutions and ambitions are emphasised, although good examples can be found from all the
lifecycle (LC) phases:

1. Land use and planning

2. Feasibility and finance phase

3. Design

4. Construction

5. Operation and maintenance

6. End of life

Examples of quantity-based evidence

• CO2 emissions (kg/ tCO2e)
• Used raw materials (t, m3)
• Used recycled materials (t, m3)
• Produced waste (t, m3)
• Used virgin land (ha)
• Impacts on carbon storages and sinks (tCO2e / year)
• Budget (+- €/£/$)

Examples of quality-based evidence» starting after bullet point «Budget

• Followed framework or process.
• Carbon management actions have been implemented (mass coordination, using recycled materials,
identifying emission intensive elements).
• Lifetime durability and maintenance has been considered.
• Design process has been recorded and reported.
• Green procurement.

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03 Decarbonising infrastructure

3.2 CASE STUDIES

Lifecycle phase Project description and outcome

Project description:
The Colorado Transportation Commission (US) has approved a new standard to reduce
greenhouse gas (GHG) emissions from the transportation sector. The standard requires
Colorado Department of Transportation (CDOT) and the state’s five metropolitan
planning organizations to determine the total greenhouse emissions expected from
future transportation projects and reduce emissions by set amounts.
Working closely with CDOT staff, the FIDIC member company prepared a Draft Policy
Directive that establishes an ongoing administrative process and guidelines for selecting,
measuring, confirming, verifying, and reporting GHG mitigation measures.

Impact:
The case offers a methodology to develop a framework for the state Department of
Transportation to:
Implement the standard, and measure carbon through common scores, as well as
outline mitigation measures.
Land use and planning
phase Assess future infrastructure projects through carbon ambitions and document
compliance with the new standard:
• Improve air quality.
• Reduce smog.
• provide more sustainable travel options.
• The case is scaleable across US and internationally.
How:
A list of potential mitigation measures was developed including a score that represented
each measure’s potential to reduce greenhouse gas emissions for each of four
compliance years. The mitigation measures represent hypothetical project types that
have potential to reduce emissions by providing options to reduce vehicle miles travelled
(VMT), such as pedestrian/bicycle projects, transit options, transportation demand
management programs, traffic operation improvements, and parking management. In
addition, the potential GHG reductions from construction mitigation actions were also
estimated and assigned a point value.

Southern Program Alliance, Melbourne Australia

https://www.wsp.com/en-nz/projects/southern-program-alliance /
Feasibility and finance Project overview:
phase
The Victorian Government’s Level Crossing Removal Project is overseeing the largest
Design phase rail infrastructure project in the state’s history. It will see the removal of 85 of Melbourne’s
most dangerous and congested level crossings by 2025. The project will also see the
upgrading or building of more than 27 train stations, laying many kilometres of new
track, and making associated rail improvements.

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03 Decarbonising infrastructure

Lifecycle phase Project description and outcome

Removing the level crossings will reduce risk for pedestrians, cyclists and motorists as
well as creating new community spaces for residents and visitors.

Impact:
• In the design, the project targets embodied emissions both in design optimisation
and through material substitutes.
• The project scope also includes local jobs.
• The project is scaleable.
How:
• The project utilizes the IS Rating tool to develop separate GHG emission base and
proposed case inventories.
• Lifecycle energy related GHG emission are accounted for separately to embodied
emissions (A1-A3).
• Embodied emissions are reduced through a range of initiatives including.
• Material substitutions – including the use of concrete with high quantities of
supplementary cementitious materials (Up to 65% for some application), recycled
content in asphalt and aggregate replacement.
• Design Optimisation – the design team will capture initiatives over the project design
period that reduce the quantities of materials utilized. The impact of this optimization
is quantified and reported at each design stage.
• Material transportation optimisation – this addresses the location of materials used for
the project with a hierarchy applied to the use of site won materials or local suppliers
where practicable.

City Rail Link, New Zealand

The City Rail Link (CRL) project is a 3.45-kilometre (2.14-mile) twin-tunnel underground
railway together with four stations.

Impact:
Sustainability has been a core focus in the design, including targeting a 25% reduction
in scope 1 & 2 GHG emissions.
• Enhanced social outcomes.
• Water quality improvement.
Feasibility and finance • Zero waste to landfill.
phase
• Best practice climate resilience.
Design phase • The project is scaleable to another rail and tunnel project.
How:
This integration of specific sustainability requirements included the carbon emission
reduction requirements of each design package and its elements. This was necessary
so that the design would achieve the whole-of-life emission reductions targeted by
CRLL and the Link Alliance.
This includes a 15% reduction in embodied carbon reduction, a 25% reduction in
construction and operational scope 1 and 2 emissions from energy sources, and a 20%
reduction in significant scope 3 emissions from energy sources. This performance is
measured against the pre-tender referenced design and pre-alliance design.

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03 Decarbonising infrastructure

Lifecycle phase Project description and outcome

National Highways and Cascade JV, UK

Project description:
The aim of this major highway scheme is to reduce congestion at Dartford and create
economic growth. The joint venture was responsible for preliminary design tender and
support, with carbon reduction as a core activity.

Impact:
• The study demonstrates the application of net zero to a major road scheme,
including use of ‘carbon ratings’ based on the carbon intensity for individual design
elements.
• Further, it demonstrates the FIDIC member firm’s role in leading carbon management,
Early Design phase including through procurement of the main contractor.
• It is scaleable /applicable to other infrastructure projects.
How:
Carbon a central component of the tender process, PAS 2080 verification for the
project, delivery partners and subcontractors, detailed carbon baseline set as
contractual maximum, numerous contract clauses refined and a specific carbon
incentivisation, created to drive further carbon reduction over seven-year programme
was developed.
Along with carbon reduction, the project is biodiversity net-gain (positive) and has a
host of social value improvements, particularly around connectivity and active transport.
The carbon incentivisation methodology has driven the right behaviours in the tender
process.

Early consideration of life cycle impacts, AUS

Project overview:
Carbon in pavement design is widely assessed by reference to a preliminary design
during the design process with design optimisation frequently focused on the
replacement of primary with secondary materials. However, designers and decision
makers cannot capture the full sustainability impact of a design through this approach.
Adoption of a more holistic approach aligning civil and stainability design outcomes
allow the clear articulation of the sustainability impacts of design choices to our clients
before committing to a way forward. This approach was applied as part of an Australian
Earlier Design phase road scheme case study.

Impact:
• Demonstrates the ability of FIDIC member firms to influence the project design from
the tender stage.
• Demonstrates the application of life cycle assessment / consideration of wider
sustainability impact to inform decision making.
• Demonstrates the application of emerging design benchmark data to inform decision
making / reduce GHG emissions;
• Is scaleable / applicable to other road schemes and potentially other infrastructure
projects.

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03 Decarbonising infrastructure

Lifecycle phase Project description and outcome

How:
The project seen an immediate benefit of this approach on a major infrastructure project
in Australia. Assessment of the singular pavement design permitted by the client as
part of a larger project indicated 7.4kg CO2 equivalent emissions per square metre of
pavement per year of design life.
The FIDIC member firm assessed a range of different options and developed a
pavement design that reduced greenhouse gas emissions by 35% on a mainline road.
Using the same approach, they were also able to identify a 75% reduction in lifecycle
carbon for a shared user path. This out-of-scope design was accepted by the client
based on its holistic advantages over the reference design.
By making sustainability visible in the tender stage and communicating this to the client
clearly and simply, we have been able to create a positive impact on the project and
were ultimately successful in tender and setting a precedent for use of more sustainable
design options in future

The UKs 1st Net zero Carbon station, UK

Project overview:
The FIDIC member company has developed a methodology that looks to whole-life
carbon and costs, while maximising carbon benefits by inducing switch from high
carbon transport (private vehicles) to low carbon transport (rail, bus, cycling and
walking).
Design phase
• A UK rail scheme case study.
• The station is intended to be the UK’s first net zero carbon station.
• Demonstrates the FIDIC member firm’s role in reducing whole-life carbon and cost.
• Assesses the whole-life carbon of the new station against expected ‘avoided
emissions’ arising from transport modal shift to support calculation of ‘Carbon Return
on Investment’ and could be beneficial to future benchmarking of similar projects.
• Is scaleable / applicable to other infrastructure projects.

Sustainability optimization of concrete bridges, Denmark

Project overview:
Through analyses of two highway bridges, a baseline was defined. Potentials in relation
to geometrical optimisation of the structure and choice of materials have been identified
and a hot-spot analyses in relation to materials were conducted.

Design phase Impact:

• By optimising towards geometry and material it is possible to reduce the amount
of embodied carbon with 44-48% for at bridge cast in-situ and an element bridge
respectively.
• The hot-spot analysis results showed that approximately 50-70% of GWP comes
from concrete and 20-40% from metals and these materials thus have the greatest
potentials when reducing the quantities.
• The optimisation methods can be applied widely in infrastructure projects

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03 Decarbonising infrastructure

Lifecycle phase Project description and outcome

How:
• The design norms were challenged.
• Structural design optimisation to reduce quantities.
• Alternative material choices: focus was placed on concrete and steel, but other
materials are still open for exploration.
• All reduction can be achieved without any additional costs to add to the traditional
budget for a new bridge.

C02 Pilot: E10 Kiruna-Kauppinen, Sweden

Project overview:
The project is the first C02 pilot project in Sweden for the Swedish Transport Authorities
with the aim to reduce C02 footprint by 50% during preliminary design, detailed design
and construction phases. The typical climate goal is 15 to 30% reduction in Swedish
Transport Authority projects.

Design phase Impact:

• Demonstrates the FIDIC member firm’s role in reducing whole-life carbon and
Construction phase
costs in conjunction with wider sustainability impact and use of big data to inform
decision making and use well established innovation and process management
methodologies to push forward the boundaries of industry.
• Assess whole-life carbon of the from early design phase to construction phase and
including “missing emissions” relating to road use by consideration of road alignment
and pavement design and their impact on fuel consumption. The projects highlight
the need for different processes for sustainable innovation at different project phases
and could be beneficial to future benchmarking of similar projects and how to work
with innovation to deliver more sustainable solutions.
• Is scaleable / applicable to other infrastructure projects.

Combined climate budget for railway and road

infrastructure project, Norway
Project overview:
The project has a climate budget for construction, operation and maintenance over
60 years for 40 kilometres of a double-track railway and 15 kilometres of a four-lane
highway.
Construction phase The project’s vision is to be Norway’s most environmentally adapted road and railway
project with a goal of reducing CO2 emissions and energy consumption by at least 40 %
Operation &
compared to traditional solutions.
maintenance phase
Impact:
• Total CO2 emissions from material production, construction, and operation/
maintenance of infrastructure for the railway and highway is estimated to 960.000
tonnes of CO2eq.
• Around 64% are from production and transport of materials to the construction site,
20% are from machinery during construction and around 16% are from operation and
maintenance of the infrastructure over 60 years.

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03 Decarbonising infrastructure

Lifecycle phase Project description and outcome

• Three greenhouse gas budgets were prepared as the design developed, in 2018,
2019 and 2021. The budgets assess that CO2 emissions were reduced by around
29% from the first budget in 2018 to the current budget from 2021.
• Further analysis showed that the measure with the greatest potential for CO2 reduction
is to reduce the cross-section in a railway tunnel from 119 m2 to 104 m2, estimated to
reduce total emissions by around 20.300 tonnes CO2 eq.
• The project is scaleable.
How:
The carbon budget is based on the project’s cost analysis and related calculations of
material- and resource input. Calculations of climate and environmental impacts are
done using life cycle assessment (LCA) based on the railway company’s guide for
environmental budgets and the road company’s tool for LCA assessment of roads.
The LCA methodology is defined by these ISO standards: 14020:2000; 14025:2006;
14040:2006; 14044:2006.
A method called «FRE16 Pluss» in the project has proposed measures to reduce
CO2 emissions for structures, technical installations, materials, construction logistics,
tunnelling, day zones in the road system, contracting and purchasing. The method is
inter-disciplinary and involved many of the project’s experts. More than 600 ideas were
suggested and over 90 were considered as possible.

Toldbodvej Bridge lifting Aarhus, Denmark

Project description
The objective of this project was to increase the clearance between the bridge deck soffit
and rail profile while doing electrification of the rail line from Frederica to Aarhus, through
sustainable means that align with circular economy principles.
The approach focused on increasing clearance without disrupting traffic, in the
most efficient manner through bridge lifting, by reutilising the existing bridge and its
components. This ensured that materials were utilised in a circular manner, minimising
waste and reducing the environmental impact of the project.

Impact:
Operation and
maintenance • The reduction of embodied carbon and contribution to circular economy was
achieved by reusing the existing structure, minimising the environmental impact of the
End of life phase project.
• Traffic congestion was avoided by lifting one half of the bridge at a time, ensuring the
other half remained operational, which also aligns with net zero and reducing carbon
emissions.
How:
The bridge lifting process applied circular economy principles of reuse and recycling. To
achieve this, the bridge was lifted in two parts using a sustainable approach. The first
part was lifted with the help of jacks, with a cut made longitudinally and a portion of the
deck removed. The second part was kept open to traffic to reduce disruption and hence
emissions. Once the first part was raised and stitched, it was made operational to traffic,
and then the second part was lifted using jacks. Finally, a final stitch was made to fully
open the bridge.

These case studies are courtesy of the following organisations: Ramboll, Arcadis, WSP, Jacobs, Aplan Viak and COWI.

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03 Decarbonising infrastructure

3.3 CURRENT STATUS AND CHALLENGES

Whilst there are different market maturity levels, as well as methods and data applied globally, there is a need to
collaborate to identify and share best practice. Infrastructure projects are frequently distinguished from building projects by
their greater spatial and temporal scale.

The case studies show practical and generally transferable examples of effective approaches to carbon management.
Successful outcomes consider both the complexity of infrastructure projects and climate impacts among wider
sustainability goals through all lifecycle phases. The infrastructure sector is not yet consistent in effectively applying
sustainability and whole life impact considerations throughout the projects lifecycle.

Challenges
• There is a clear need to integrate decarbonisation and other sustainability considerations from the earliest phases
of the project and that these are an integral and practical part of the design process.
• Clear metrics for the comparison of decarbonisation against the other typical drivers for project development
such as cost, programmeme and buildability need to be developed.
• There is often insufficient clarity on the hierarchy of the different, sometimes seemingly competing, sustainability
considerations. There is also frequently lack of clarity regarding the design solution hierarchy.
• The role of decarbonisation in the procurement of the project supply chain remains unclear.

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04 Key considerations

Lifecycle phase Key considerations

• Challenge, identify and justify the need for new infrastructure.

Land use and planning • Consider the location of new infrastructure, in terms of soil conditions, surrounding
phase structures, carbon sequestration potential (carbon sinks and storages) and land use
type.
• Early-stage carbon analysis.

Feasibility and finance • Consider using or refurbishing existing structures, elements and materials.
phase • Introduce decarbonisation as a key procurement criterion

Design process
• Early decisions are integral to the overall design, such as its integration with other
infrastructure, construction schedule, lifecycle durability, maintenance and end-of-life
options.
• Application of circular economy and lifecycle approaches (design for reuse and
deconstruction with flexible and conversive structures).
• Undertake sustainability evaluation including carbon accounting to guide the design
process.
• Use low-carbon ground improvement methods.
• Design for offsite construction (benefit of lower waste and efficient fabrication).
Carbon and resource management
• Use less materials and m2 for resource efficiency and smaller areal footprint.
Design phase
• Identify opportunities and use alternative low carbon materials.
• Perform material coordination through the design process.
• Support biodiversity and seek possibilities to use nature-based solutions.
• Save and if possible, enhance carbon sinks and storages.
Reporting
• Report the important actions and data for construction, maintenance and end of life
phases.
• Report all studied low carbon solutions for further development.
• Report the used materials with material pass to ensure the reusability in preparations
and at the end of the lifespan.
• Report project outcome with quantity- and quality-based evidence.
• Recognise successful actions and areas of improvement.

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04 Key considerations

Lifecycle phase Key considerations

Procurement
• Outlining criteria for how to deliver low-carbon solutions in the construction phase.
• Build according to low-carbon design principles.
• Use green procurement in the procurement process.
Construction
Construction phase
• Managing and using the materials from demolition and earthworks on the current
site.
• If necessary, challenge the brief and move back to design methods for more
sustainable solutions.
• Pay attention on construction sites direct emissions, such as machinery, vehicles and
energy consumption

• Extend the lifespan of the infrastructure with predictive maintenance.

Operation & • Consider using recycled or low-carbon materials in repairs.
maintenance phase
• Use low-emission vehicles and machinery in maintenance.
• Prefer repair and refurbishment over demolition.

End of life phase • Expanding the lifespan of infrastructure by refitting the elements.
• Repurposing and recycling the elements and materials.

Design optimisation
Before the investment is made and in the early stages of the lifecycle, challenge, identify and justify the need for the new
infrastructure. The biggest carbon and cost impacts come from decisions made early in the design process. Design
optimisation is key to reducing the carbon footprint. Lifecycle assessment (LCA) is a holistic quantifiable approach to
assess the carbon impact of materials related to different designs. Evaluation of the different design choices available
should be based on a clear understanding of the associated carbon impacts.

The infrastructure design process has several dimensions from project goals and site locations to more detailed decisions
regarding material-efficient design solutions, supporting the uptake of low-carbon materials and reducing construction
impacts by reducing the need for logistics.

Key considerations for improving the impact in the design phase:

• Address the comprehensive view of the lifecycle emissions to ensure impactful considerations, solutions, and
decisions in the right phases.
• Implement carbon management, assessments and accounting to all the lifecycle phases (planning and concept
phases) to ensure a bigger and more proactive impact.
• Enhance the carbon management process that supports proactivity and the individual tasks and experts and
connects the goals to the previous and next phases.
• Allow for an iterative process to move between phases and allow for adjustments in each of the project stages.
• Clear and transparent scope and communication of the carbon accounting.
• Emission-based design guiding construction and use phase.
• Include the follow-up of realised emissions to develop the solutions and awareness.
• Use technology and tools where possible to manage carbon and aid efficient and effective design.

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04 Key considerations

Material optimisation
Embodied carbon is the major defining factor in infrastructure’s CO2 emissions and it is a core element when searching for
solutions for reducing GHG emissions in the built environment.

Key actions in reducing embodied carbon in the design phase are using less material and using alternative materials.
Large amounts of materials are inevitably used in infrastructure projects and their characteristics determine the projects’
embodied carbon and may also be a significant element of the lifecycle carbon footprint.

The material and component producers are developing their products towards carbon neutral. It is important for the global
infrastructure sector to be aware of and support this development and accelerate the use of new, less carbon-intensive
materials.

Considerations for reducing the material usage:

• Aim for more efficient structural design (e.g. compact structure form).
• Optimise the specification for structure elements.
• Design for off-site construction.
• Design for reuse, reconfiguration and deconstruction.
• Increase reuse of materials from demolition and earth works.

Aspects for using alternative materials:

• Materials with lower carbon intensities.
• Reused or higher recycled content products and materials.
• Materials with lower transport-related carbon emissions (eg. locally manufactured and sourced materials).
Carbon management and accounting
Carbon management and accounting are tools to optimise and verify low-carbon design outcomes. Carbon management
is a method of working proactively to reduce the carbon footprint of projects. By, for example, establishing a GHG
emissions baseline for the project, it is possible to identify the materials and processes that contribute to the greatest GHG
emissions (hotspots).

The goal is to bring in GHG emissions as an active part of the decision-making process and design. Focus on carbon
management can contribute positively to moving the industry in a more sustainable direction and enable monitoring and
calculation of GHG emissions.

Carbon management can be implemented in a project by involving a number or all of the following activities:

• Establish a GHG emissions baseline for the project.

• Identify project carbon hotspots.
• Identify alternative solutions for the carbon hotspots.
• Optimise GHG emission hotspots.
• Involve contractors and the supply chain in innovative methods.
• Identify and apply GHG emission reduction incentivisation measures.
• Set requirements for CO2eq reductions that challenge procurement and execution.
• Record and report GHG emission reductions.

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04 Key considerations

4.1 ACCELERATING INFRASTRUCTURE SECTOR DECARBONISATION

To accelerate the infrastructure sector GHG emissions reduction it is crucial to transfer and apply best practice from all
the lifecycle phases as well as continue to develop the better practices and continue to raise the bar across the whole
infrastructure sector. In addition to mitigating the negative impacts we also need to enhance the positive impacts from a
holistic point of view.

Trends and opportunities

From the case studies, a number of trends and opportunities can be translated into key process elements:

Engaging and open communication

• Creating a culture of ‘common knowledge’ including sharing of best practice, pitfalls and practical experience / key
learnings
• Communicating the benefits and costs associated with carbon reduction opportunities.
• Developing and sharing case studies that demonstrate project delivery approaches supporting decarbonisation
from all the lifecycle phases.
Proactive and goal-oriented collaboration

• Creating a common approach to data and databases to enable comparison of alternative designs, benchmark
performance and make informed decisions.
• Be open to opportunities to use innovative materials to enable their production and development.
• Identifying the common challenges and sharing successful approaches between stakeholders and lifecycle phases.
Larger FIDIC members could support/sponsor smaller firms in developing countries.
• Forging strategic partnerships with sector peers and other stakeholders (including contractors, architects,
engineers, material suppliers etc.) to leverage the collective strength of the infrastructure sector to accelerate
decarbonisation.
• Collaborating with the financial sector including fund managers, Multilateral Development Banks, governments
etc. Potentially, facilitating the development of specialist funding for infrastructure projects aligned with an agreed
carbon standard.
Develop a streamlined process for carbon management

• Using standard delivery methods to support decarbonisation and sustainability goals, this would include using
transparent carbon accounting methods.
• Creation of evidence base of normalised metrics, such as kg/ CO2e/km of road, allowing identification of typical
ranges of values for different asset types, benchmarking of performance and ultimately contractual specification of
carbon intensity.
Train and upskill all the key stakeholders

• Develop a ‘FIDIC Academy’ to help share best practice.

• Creation of a FIDIC member’s ‘Low Carbon Infrastructure Handbook’ introducing the key considerations for carbon
management and summarising best practice.
• Raising awareness through the creation of information tailored for different stakeholder needs – including clients.
• FIDIC member participation in industry working groups / technical steering groups - including supporting the
development of new ISO standards.

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04 Key considerations

4.2 VISIONS FOR A DECARBONISED INFRASTRUCTURE SECTOR

The infrastructure sector must adopt a sustainable approach across all lifecycle phases and including engagement and
input from stakeholders including authorities, policy makers, owners, investors, constructors, designers and product /
material suppliers.

Progress requires application of structured approach to the consideration of sustainability, including lifecycle GHG
emissions from the earliest phase of project delivery with best practice transferred from more developed markets and
applied globally.

FIDIC members have a key role to play in raising the ambition for infrastructure sector lifecycle decarbonisation and the
potential for a significant contribution to staying within 1.5 degrees temperature rise that was part of the Paris Agreement.

The preceding sections of this White Paper were used to inform, structure and stimulate workshop discussions during the
April 2023 FIDIC Global Leadership Forum (GLF).

The Workshop involved >50 senior management representatives of FIDIC member companies and focused on
consideration of:

• The key challenges and strategies to accelerate infrastructure sector decarbonisation.

• Identification of possible joint opportunities and actions for the GLF members to help overcome these challenges.
The GLF Workshop recognised both the urgent need for action and the consultant’s role as a ‘driver for decarbonisation’
throughout the infrastructure lifecycle and the need to work with and inform different stakeholders - investors, regulators,
construction companies, infrastructure operators and users.

The GLF Workshop recognised that there is no standard approach to carbon management currently applied globally and
that the approach taken in less mature markets may be less stringent than that applied in more developed markets. There
was, however, a consensus on what constitutes best practice for carbon management and also that the case studies
(Section 3) demonstrate aspects of this.

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05 Actions to drive progress

It is incumbent upon FIDIC members to lead infrastructure decarbonisation through the identification and application of
best practice within our own organisations and also to promote adoption of best practice though our spheres of influence.

The strategies and opportunities identified by GLF members at the April 2023 Global Leadership Forum Summit were:

• Go early and influence the brief ;

• Apply a systematic process engaging with other stakeholders ; and
• Develop long-term goals and maintain focus throughout the project lifecycle.
Actions arising from the GLF are summarised in the table below, these align with the commitments reported though the
FIDIC GLF report, `Closing The Sustainable Infrastructure Gap’. Commitment 6 was made during the April GLF Summit
following discussions arising from the first draft of this report.

FIDIC GLF commit to undertake the following actions and challenge others to do the same:

Action Commitments arising from the GLF

• Identify and specify These actions can be linked to:

FIDIC member minimum
Commitment 1: The GLF will create a think-tank to work on exploring and
sustainability criteria for
defining a sustainability rating standard.
infrastructure projects.
Commitment 2: The GLF will continue to expand and extend invitations to
• Work with clients to challenge governments worldwide to provide the tools and advice to help them turn
the brief and help improve their net zero policies ambition into clear pathway plans.
the project sustainability
performance. Commitment 3: There is an increasing need to create a global repository
of successful project case studies and document the practices, approaches
• Develop and use infrastructure and innovations used.
sector intensity metrics
Commitment 4: FIDIC and the GLF will continue to work with Multilateral
(eg tCO2e/km of road) as
Development Banks (MDBs), governments and international organisations
indicators of relative carbon
to help certify investible projects and build confidence in their governance
intensity rather than focusing
structure.
on absolute emissions.
Commitment 5: FIDIC and the GLF will continue to work with policymakers
• Use project data to help and financial institutions to help identify the regulatory and policy levers that
develop carbon intensity would facilitate investment in the most impactful sustainable infrastructure
performance benchmarks. projects using a carbon balance sheet approach.
• FIDIC members have a key Commitment 6: The infrastructure sector and individuals need to
role to play in helping to increasingly engage with clients, to help improve the understanding around
identify, share and promote the value of acting early to reduce carbon.
best practice.
This will require, influencing government and legislation to apply
• Target stakeholders include: nature-based solutions standards in the infrastructure industry globally.
governments, policy makers Industry forums will need to advocate for an increasingly common and well
and funders. understood approach to ‘greener’ procurement and how this is measured
and stipulated. This will involve the evolution of set standards and goals
across the sector and within organisation and educate engineers to design
for and influence public sector clients regarding those standards.
To do this the infrastructure sector will need to invest in securing knowledge
and technical personnel in the right positions.

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05 Actions to drive progress

The carbon footprint models developed for infrastructure projects present `common ground’ between different FIDIC
members and stakeholders and hence, the potential to collaborate for the greater good.

Several Global Leadership Forum members committed to share infrastructure carbon footprint models and
experience-based data to support comparison of alternative approaches, sharing of best practice, and potentially the
benchmarking of the carbon intensity of different schemes.

Further work is however required to enable sharing of data, meaningful comparison and benchmarking of carbon intensity
data, including:

• Client authorisation for sharing data ;

• Procedures for maintaining client confidentiality ;
• Interpretation of shared data, including recognition of:
- key methodological factors (e.g. scope of reporting and emission factors used etc) influencing the
calculation of infrastructure carbon footprints; and
- project-specific aspects influencing the carbon emission intensity.
• Agreement on and development of a common format for reporting / data sharing;
• Collation and interpretation of data; and
• Development of carbon intensity metrics etc.
Sharing of this information within and beyond FIDIC members and stakeholders will facilitate transfer of knowledge. We
need to start now, there is no time to wait for a fully defined process. We will need to maintain support for, review progress
at regular intervals and work with members to further development and maintain this initiative.

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06 Summary

Infrastructure projects, which have substantial greenhouse gas emissions throughout their lifecycle, can be influenced
by the decisions made by asset owners, managers, designers, constructors, and material suppliers. FIDIC members
and stakeholders play a crucial role in influencing and reducing carbon emissions in infrastructure projects. This report
highlights the current best practices, challenges, and opportunities for FIDIC members and stakeholders in their pursuit of
decarbonisation.

The urgency to respond to the climate emergency is evident, with the need to limit global warming to well below two
degrees Celsius as outlined in the Paris Agreement. Working together and sharing best practices among stakeholders are
essential to identify effective measures for accelerating decarbonisation.

This will include adopting a lifecycle perspective on infrastructure delivery, as early intervention and design decisions
have the greatest potential for emissions reduction. Standards and methods supporting decarbonisation exist globally,
focusing on carbon management and sustainability considerations. There is, however, a need for greater integration
of decarbonisation and sustainability from the earliest phases of projects, clarity on the hierarchy of sustainability
considerations, and understanding the role of decarbonisation in the procurement of the supply chain.

The examples of decarbonising infrastructure presented in the report demonstrate the impact that FIDIC members
and stakeholders can have across all lifecycle phases. Design solutions and ambitions play a significant role, but good
examples can be found in all stages of infrastructure development. Going forward it is important that we improve
consistency in effectively applying sustainability considerations throughout the lifecycle.

To accelerate decarbonisation in the infrastructure sector, we recommend several actions. These include engaging in
open communication, fostering proactive and goal-oriented collaboration, developing a streamlined process for carbon
management, and investing in training and upskilling of key stakeholders. Most importantly, we must work together
towards developing industry standards, and identifying accessible and transparent platforms for mapping these standards
to drive progress.

The infrastructure sector has a vital role to play in decarbonisation, and we can make a significant impact by incorporating
sustainable practices throughout all stages of infrastructure projects.

By working together and daring to tackle the most difficult issues related to decarbonisation, we will be able to contribute
to a more sustainable and low-carbon future.

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07 Acknowledgments

FIDIC would like to thank the following groups and individuals listed below for their contributions to this publication.

THE GLF ADVISORY BOARD

Members of the Global Leadership Forum advisory board hold key positions, knowledge and expertise in the engineering,
investment, construction and wider infrastructure sectors.

The advisory board has a remit to establish working think tanks with a mandate to bring other global industry leaders
together to deliberate on key global issues and produce tangible insights to enhance the sector’s public engagement and
activity. As such, we would like to recognise their direction and contribution to the development of the think tanks and this
research.

THE FIDIC BOARD

As with all documents and research produced by FIDIC, the board plays a vital role in ensuring that quality, integrity and
the direction of such publications and we thank the board members for their contribution to this publication.

THE SECRETARIAT
FIDIC is only possible because of the hard work of its team and this report would like to recognise the efforts of the
individuals within the FIDIC secretariat to make this report possible.

THINK TANK MEMBERS

The GLF advisory board and the FIDIC board would like to recognise those members of the Sustainable Development and
Meeting the SDGs think tank for their work and continued support of the Global Leadership Forum.

• Elina Kalliala - Ramboll

• David Smith - Arcadis
• Jens-Peter Saul – Ramboll.
• Sarah Katz – Ramboll.
• Rachel Skinner – WSP.
• Fuat Savas – JP Morgan.
• Joost Slooten – Arcadis.
• Chris Allan – Arcadis.
• Rob Banes – Arcadis.
• Robert Spencer – AECOM
• Peter Oosterveer – Arcadis.
• Mark Naysmith – WSP.
• Neel Stroebaek – Ramboll.
• Mike Haigh – Mott MacDonald.
• Graham Pontin – FIDIC.
• Sara Lipscombe – FIDIC.

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07 Acknowledgments

REVIEWERS
FIDICs research is important and covers a global stage and as such FIDIC research is peer reviewed by several
independent individuals and a selected board member to help ensure its quality. FIDIC would therefore like to take this
opportunity to thank the following.

CONTRIBUTORS
FIDIC’s reports do not only focus on FIDIC’s objectives, but by their nature are a culmination of the industry’s expertise and
professionalism and as such there are always valuable contributors to FIDIC’s reports. In this one we wish to recognise the
following.

• Nelson Ogunshakin – FIDIC CEO

• Anthony Barry – FIDIC President

GLF SUMMIT ATTENDEES

FIDIC would like to give a very special thanks to all the delegates from its member associations who attended the inaugural
Global Leadership Forum in Geneva on 27−28 April 2023, without whose support and engagement this report wouldn’tbe
possible.

3TI Progetti Buro Happold Morrison Hershfield Group Inc.

AECOM CDM Smith, Inc Mott MacDonald

AEO group EBRD Pinsent Masons

Arcadis EFCG POWER Engineers Incorporated

Artelia Eptisa Ramboll

Asplan Viak Genève Aéroport Schneider Electric

Atkins − member of the SNC − Lavalin GOPA Consulting Group Solar Impulse Foundation
Group
HDR University of Cambridge
Aurecon
IMEG Corp VHB
B-Act Quantum Vinatage
Intercontinental Consultants & World Business Council for
Basler & Hofmann AG Technocrats Pvt Ltd Sustainable Development

Bentley Systems JPMorgan Securities LLC WSP

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07 Acknowledgments

FIDIC MEMBER ASSOCIATIONS

FIDIC is a product of its member associations without which FIDIC would not exist. Whilst all member associations can be
found on the FIDIC website, in this report we have engaged with FIDIC member associations on the detail of our work and
we would like to thank the following member associations for their support for our research.

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Disclaimer
This document was produced by FIDIC and is provided for informative purposes only. The contents of this document are
general in nature and therefore should not be applied to the specific circumstances of individuals. Whilst we undertake
every effort to ensure that the information within this document is complete and up to date, it should not be relied upon as
the basis for investment, commercial, professional, or legal decisions.

FIDIC accepts no liability in respect to any direct, implied, statutory and/or consequential loss arising from the use of this
document or its contents. No part of this report may be copied either in whole or in part without the express permission of
FIDIC in writing.

______________________________________________________________________________________________

Copyright FIDIC © 2023

Published by

International Federation of Consulting Engineers (FIDIC)

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1215 Geneva 15, Switzerland
Phone +41 22 568 0500
E-mail [email protected]
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